Experiences of implementing process management: a multiple‐case study

Abstract

Purpose -Process management is becoming an essential part of contemporary organizations in all industries. However, many organizations experience problems during the implementation of a process management approach. The purpose of this paper is to explore and describe the organizational implications when implementing process management, how to handle the relationship between the functional organization and a process perspective, and the roles of managers, teams, and individuals. Design/methodology/approach -A multiple-case study approach is used to get an extensive picture of and analyze how three Swedish organizations have worked with process management. Findings -The studied organizations have introduced a process management structure into their functional organizational structure, including the introduction of new management positions such as process owners and process leaders. A discourse is identified in earlier research between those arguing for a full transformation from a functionally oriented to a fully process-oriented organizational structure, and those promoting a more moderate transformation where a process management structure is "matrixed onto" the existing organization. The analysis could be interpreted as supporting the second line of reasoning, where the functional and process structures co-exist in the organization, creating a constructive dynamic. Originality/value -The paper provides two major contributions. First, the empirical descriptions and analysis of implementing process management contribute to the knowledge and understanding among both practitioners and researchers. The second major contribution is the identified need of co-existence of a process and functional perspective, and the implication that complexity is created rather than reduced in organizations.

Utilisation of business process models in managerial practice: An empirical study in Slovak companies certified to the ISO 9001 standard

“…The application of the maturity models is often identified with the term process audit (Hammer, 2007). Palmberg (2010) compares the maturity model created by Goncalves, Lockamy and McCormack, and by Hertz. In our empirical study, we also explore the applications of BPMM in certified companies, since we are looking for the causes of different utilisations of the business process model in managerial practice.…”

Construct validity in Operations Management by using Rasch Measurement Theory. The case of the construct “motivation to implement continuous improvement"

“…Añadir valor al cliente / Enfoque al cliente (Hung, 2006); (Bullita, 2006) en (Kohlbacher, 2010); (Classe & Mundle, 1997) en (Kohlbacher, 2010); (Küng & Hagen, 2007); (Furey, 1993); (Silvestro & Westley, 2002); (Clemmer, 1994); (Paper & Chang, 2005); (Lee & Dale, 1998); (Hill & Collins, 1998); (Corallo et al, 2010); (Melan, 1989); (Armistead & Pritchard, 1999); (Biazzo & Bernardi, 2003); (Sandhu & Gunasekaran, 2004) Aumento de la competencia nacional y/o internacional (Hung, 2006); (Classe & Mundle, 1997) en (Kohlbacher, 2010); (Küng & Hagen, 2007); (Feltes & Karuppan, 1995); (Armistead & Machin, 1998); (Clemmer, 1994); (Hill & Collins, 1998); (Ongaro, 2004) Necesidad de ahorrar dinero mediante la reducción de costes o el aumento de la productividad (Paper & Chang, 2005); (Clemmer, 1994); (Davenport & Short, 1990); (Palmberg, 2010); (Hill & Collins, 1998); (Corallo et al, 2010) Como parte de un proyecto más amplio (sistema de calidad total, ISO 9000; adopción modelo de calidad, etc.) (Paper & Chang, 2005); (Pauls, 2006) en (Kohlbacher, 2010); (Armistead & Machin, 1998); …”

“…(Paper & Chang, 2005); (Pauls, 2006) en (Kohlbacher, 2010); (Armistead & Machin, 1998); (Corallo et al, 2010) La empresa no era capaz de hacer frente al crecimiento (Pauls, 2006) en (Kohlbacher, 2010) Tasa de fracaso de los productos muy elevada/ mejorar la calidad (Wahlich, 2004) en (Kohlbacher, 2010); (Davenport & Short, 1990) Necesidad de mejorar los productos existentes, crear nuevos o entrar en nuevas líneas de negocio para continuar siendo competitivos (Paper & Chang, 2005); (Melan, 1989); (Sandhu & Gunasekaran, 2004); (McAdam & McCormack, 2001) Mejorar la efectividad organizacional (Jones, 1994) en (Palmberg, 2010); (Elzinga et al, 1995); (Armistead & Pritchard, 1999) Eliminar las barreras existentes entre los departamentos funcionales (Paper & Chang, 2005); (Jones, 1994) en (Palmberg, 2010); (Llewellyn & Armistead, 2000) Necesidad de mejorar la gestión de los recursos de IT (Paper & Chang, 2005); (Sandhu & Gunasekaran, 2004); (Hill & Collins, 1998); (Ongaro, 2004) Motivación interna de la propia empresa (Mittermaier & Braun, 2004) en (Kohlbacher, 2010); (Clemmer, 1994) Una crisis obligó a analizar las prácticas que se estaban llevando a cabo (GropengieBer, 1997) en (Kohlbacher, 2010) Conseguir reducciones de tiempo (Davenport & Short, 1990); (Ongaro, 2004) Para identificar oportunidades para subcontratar (Lindsay, Downs & Lunn 2003…”

A padronização do processo como primeiro passo para a implementação do desenvolvimento lean de produtos - Evidências da indústria Têxtil

“…A gestão por processos engloba o melhor entendimento das necessidades dos funcionários e clientes, facilidade de conduzir melhorias e clareza do controle econômico, sendo que a padronização dos procedimentos de trabalho reduziu os custos em 25%, Palmberg [11].…”